CH 12 the Selection Interview

8/13/2019 CH 12 the Selection Interview

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Recruitment and

Selection

Chapter 12: The Selection Interview


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Uses of The Interview in Selection

1. Recruiting good candidates for the

organization

2. An efficient way of Measuring applicants

KSAs3. Selection evaluation by an organization

member


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Recruiting the applicant to the

organization

1. Providing job information

Describe the job and organization

Sell the job to applicant

2. Effect on applicants

Forms impressions about the organization

Takes decision to accept the job


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Recruiting the applicant to the

organization

1. Measuring applicant KSAs

More is not better

Tests are better for measuring mental ability

Appropriate KSAs Personal relations; sociability & verbal fluency

Good citizenship; dependability,conscientiousness, stability & perseverance

Job knowledge: other options;

written test, many questions with short replies

Job simulation instruments, complex behavior


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Selection Evaluation by an

Organization Member

Member should have communication skills, experienceand apprehension)

Guideline for the organization member:

1. Questions used

Be job related for validity

Consistent among candidates for reliability

2. Applicant characteristics

Obese individual

Grooming (hairstyle, clothing & makeup) Demographics and attitudes


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Organization Member

1. Nonverbal behaviors (impression

management)

Eye contact, hand movement, body posture

and smile (visual cues) Voice pitch, variability, speech rate, pauses

and amplitude (verbal cues)

Shows assertiveness, motivation, self-

confidence, enthusiasm and sociability


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Organization Member

1. Weighting Information

More weight to negative information

Interpersonal skills

Goal orientation

Physical attractiveness

2. Conclusions

Build organization image

Specific applicant characteristics be measured Impressionistic info must not miss lead


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A Model of Interviewer Decision

Making

Multiple Phases of Selection Interview:

Pre-interview phase

1. Interviews knowledge structure

2. Ancillary about the applicant3. Interviewer's pre-interview evaluation of KSAs


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A Model of Interviewer Decision

Making

Interview phase

1. Interviewers conduct on the interview

2. Behavior of the applicant

3. Interviewers processing of data from theinterview

Post interview phase

1. interviewers final evaluation of KSAs

2. Interviewers post-interview evaluation of KSAs


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Six Initial Impressions Categories

1. Physical appearance

2. Behavior

3. Social relationships

4. Context of behavior

5. Personal origin

6. Internal characteristics


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Attempts to Improve the Interviews

Training of the interviewers

Interviewers common errors

1. Talking excessively

2. Asking inconsistent questions3. Asking unrelated or slightly related questions

4. Unable to put interviewee at ease

5. Over confident about his/her ability

6. Allowing personal biases in evaluation


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Interviewers common errors

7. Influenced by nonverbal behaviors

8. Leniency, central or stringency effect errors

9. Hallo effect10. Contrast effect of applicants

12. First impression error

13. Similar-to-me error


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The structured interview

1. Pre-structured questions

2. Scoring format

3. Decision rule Advantages

1. Same information is collected from all

2. Makes comparison easier

3. Information about all job topics is gatheredso validity is better


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Interview process1. Create open communication atmosphere

2. Delivering questions consistently

3. Maintaining control of the interview4. Developing good speech behavior

5. Learning listening skills


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6. Taking appropriate notes

7. Avoiding leading or intimidating

8. Ignoring nonverbal cues

Decision-making methods (common errors) Contrast effect

Halo

Leniency Central tendency

Systematic scoring


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Developing Appropriate Interview

Questions

To ensure reliability and validity, we can adopt

three methods:

1. The situational interview

2. Behavior description interview

3. Job content method


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Questions

The situational interview

1. Do the job analysis using critical incidentstechniques

2.

Group the similar groups like; technical skills,diagnosing defects, customer service, and soon

3. Select small number of most appropriateincidents

4. Use these incidents to write questions

See Table 12.2 p.543


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Questions

The behavior description interview

1. Generation of critical incidents and identification ofbehavioral dimensions

2. Identification of each dimension as essentially

describing either maximum or typical performance ofthe individual;

Maximum performance: how much applicant knowsor can do (deals with technical skills)

Typical performance: getting along with others (hard

working, organized, courteous, or punctual) i.e.measuring citizenship behaviors



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Questions

Job content method

1. Identifying the rating critical job tasks

2. Identifying and rating KSAs necessary for the

task performance3. Linking KSAs to job tasks

4. Choosing selection measures appropriate for

the KSAs to be measured



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Recommendations for use of the

Interview

Restrict the scope of the interview Serves too many purposes

Limit it to job knowledge, sociability and relatedinterpersonal abilities, and corporate citizenship

Limit the use of pre-interview data Complete data about any of KSAs to be covered in

the interview

Incomplete or contradictory statements presented onthe application blank or other similar instruments

Adopt a structured format A set of questions should be formulated for each

KSA


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Interview

Use of job-related questions

Questions of job knowledge

Should be important to the overall performancethe job

Should not be material easily learned on job ortaught as part of training

Should not be a series of facts (test isappropriate for that)

questions of social interaction Questions of corporate citizenship


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Interview

Use multiple questions for each KSA

See Table 12.7 p. 557

Apply formal scoring to evaluate each KSA

separately See Table 12.8 p.559

Train interviewers

Receiving information

Evaluating information Interviewing behavior

Documents

CH 12 the Selection Interview